Final Exam Comm Important Terms

Formal Power

Tied to your official position or role

Personal Power

Power that is obtained from having personal attributes that others desire

Formal Power: Legitimate

based on a person's position in the formal hierarchy of an organization.

Formal Power: Coercive

A power base that is dependent on fear of the negative results from failing to comply

Formal Power: Reward

based on the ability to distribute rewards that others view as valuable

Personal Power: Expert

is derived from a person's expertise, skill, or knowledge on which others depend.

Personal Power: Referent

based on identification with a person who has desirable resources or personal traits

Personal Power: Information

Based on access to valuable information

Personal Power: Connection

Based on connections to powerful people

Managerial Skill: Technical

Knowledge of proficiency in a specialized field

Managerial Skill: Human Relations

Ability to work well with others

Managerial Skill: Conceptual

Ability to think in abstract / complex terms ; see organization as a whole with its interrelationships

Leadership Theory: Trait

that leaders may be identified by shared certain personality traits and characteristic beliefs

Leadership Theory: Behavior

What do leaders do? "Leaders are made"

Leadership Theory: Contingency

Under which conditions are certain leadership styles more effective; considers the situation

Leadership Theory: Contemporary

Leadership from the perspective of the employees -- conTEMPorary as in temp is an employee

Path-Goal Theory Leadership Types: Directive

leader gives instructions, expectations, timeliens, performance standards (task oriented)

Path-Goal Theory Leadership Types: Supportive

leader is friendly/approachable, attends to well-being (people oriented)

Path-Goal Theory Leadership Types: Participative

leader invites employees to give ideas, share opinions, integrate suggestions (group oriented)

Path-Goal Theory Leadership Types: Achivement-Oriented

leader challenges employees to perform at high level, seeks continuous improvement (goal oriented)

Contemporary Theory: Transformational Leadership

inspiring and motivating followers to exceed expectations through a shared vision and personal development (higher-order goal)

Contemporary Theory: Transactional Leadership

classical management, leader implements rewards and punishments to motivate employees (works for pay, self interest)

Contemporary Theory: Servant Leadership

Focus on the growth and well-being of others, share power and prioritize needs sot followers

Types of Conflict: Task

Conflict over content or goals of the work (the what)

Types of Conflict: Process

Conflict over how work gets done (the how and who)

Types of Conflict: Relationship

Conflict based on interpersonal factors

Conflict Management Styles: Competing

Forcing/Directing view "my way or the highway (high concern for self, low concern for others)

Conflict Management Styles: Avoiding

Withdrawing from the situation "conflict? what conflict?" (low concern for self, low concern for others)

Conflict Management Styles: Accommodating

Letting other's wishes rule "sure, whatever you say" (low concern for self, high concern for others)

Conflict Management Styles: Compromising

Reconciling, working toward partial satisfaction "let's meet halfway" (mid concern for self, mid concern for others)

Conflict Management Styles: Collaborating

Problem solving, working through differences "let's find the ideal outcome" (high concern for self, high concern for others)

Expectancy Theory

Effort --> Performance (goal) --> Outcome (reward)

Elements of Culture: Artifacts

Rituals, Ceremonies, Language, Physical Space

Cross-Cultural Dimensions: Social Orientation

Individualism vs. Collectivism | low interdependence (focus on yourself) vs. high interdependence (focus on community)

Cross-Cultural Dimensions: Power Distance

Low Power Distance vs. High Power Distance | participative / decentralized vs. directive / authoritarian

Cross-Cultural Dimensions: Goal Orientation

Masculine vs. Feminine | Values of success, material things, admiration for strong vs. Values of quality of life, cooperation, sympathy for the weak

Cross-Cultural Dimensions: Uncertainty Avoidance

High UA vs. Low UA | More rules, seek security, less turnover vs. Less rules, more innovation, open to change

Cross-Cultural Dimensions: Time Orientation

Monochronic vs. Polychronic | Time is rigid, things are done one at a time vs. Time is fluid, plans are easily changed

Cross-Cultural Dimensions: Communication

High Context Communication vs. Low Context Communication | Implicit communication, "read between the lines" vs. Explicit communication, "say what you mean"